Managing In Turbulent Times by Peter F. Drucker

Author:Peter F. Drucker
Language: eng
Format: mobi
Publisher: HarperCollins
Published: 2009-10-12T14:00:00+00:00

Industry and government have not yet learned to look upon the labor market as a market to which they have to sell their jobs. And yet jobs are just as much a “product” as toasters or shoes or magazines, and need to be marketed to the potential customer.

The mature woman who applies for a job in the office or the plant after having raised her children has been a “chief executive officer” at home for ten years or more. No one told her whether to dust first or to make the beds first—and both chores got done. Yet when she starts working, she is put under a “supervisor” who treats her as a moron who has never done anything on her own before when what she needs is a teacher and an assistant. Similarly, the older people who have retired from their jobs and now go on to work full time or part time elsewhere know how to work—indeed, they often go to work because that is the only thing they know how to do. But their knowledge, maturity, and experience are not used in existing personnel policies. No one asks: “What can you do?” Instead, they are put into a “training class,” together with the sixteen-year-old high school dropout.

The rules of some orders of Catholic nuns are extreme examples of how not to proceed. The orders are dying out because they cannot recruit new members. Most of them experienced, in the sixties and seventies, a sizable increase in the number of applicants, but the dropout rates, which were minimal earlier, increased even faster. To be sure, few young women applied for entry into a religious order—there are too many other choices. But there is a growing number of deeply religious Catholic women, teachers or nurses, who at age fifty are afraid of being alone and lonely and then want to become nuns. The order subjects them to the same training it used to give a fifteen-year-old without schooling or work experience. No wonder these women then protest: “I have been looking after my brother’s children for twenty years. I have been running the fourth grade in school or the night shift at the hospital. I know how to sew—I made all the clothes for my brother’s children for twenty years. But when I applied for admission to the nuns, they put me into an elementary sewing class and gave me a three-hour lecture on how to boil water.”

—And for Benefit Options

As a result of one hundred years of brainwashing by labor leaders, employers have come to believe in uniform benefits. They all complain about their cost. The “fringes” today are almost as wide as the base wage itself. Yet much of the money conveys little benefit to the intended recipient.

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